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Prime Minister’s Message

Looking forward to 2011-12, our Government will continue to focus on the long-term goal of ensuring that Canada remains well positioned in the global economy. Amid a fragile global recovery, Canada’s Economic Action Plan has succeeded in stimulating our economy: in 2009-10 and 2010-11 alone, more than 26,000 infrastructure projects put Canadians to work. All told, our actions have helped to create nearly 460,000 jobs across the country. In fiscal year 2011-12, Canada’s economy is expected to continue to grow, providing the conditions needed to support ongoing job growth that will benefit Canadian families and communities.

Over the past two years, the Privy Council Office has played a key role in helping the Government of Canada to implement its economic agenda. In 2011-12, the Privy Council Office will turn its attention to helping the Government phase out stimulus spending, restrain growth in government spending and promote economic growth by entering the next phase of Canada’s Economic Action Plan.

While our Government is focused on positioning Canada for leadership in the global economic recovery, it is also committed to delivering on other domestic priorities, including reforming the criminal justice system, reducing regulatory red tape, health and safety initiatives and maintaining the integrity of our immigration system.

The international outlook for the year ahead includes expanding Canada’s trade interests and addressing major developments in international affairs. In particular, Canada will pursue a secure and prosperous relationship with the United States in the context of a perimeter strategy, strengthen and diversify trade relations with emerging markets, and seek bilateral trade agreements. In 2011-12, the Privy Council Office will provide advice and support on these and other international issues, including transitioning to our new training and development role in Afghanistan.

The Government of Canada believes that accountability for how goals are achieved matters and that government spending must be carefully managed. In 2011-12, the Privy Council Office will continue to support federal efforts to control government spending and, to this end, will work with the Treasury Board Secretariat to ensure that government departments focus efforts in priority areas. Additionally, the Privy Council Office will continue to promote excellence in the Public Service of Canada by maintaining its emphasis on renewal.

Through these and other efforts, the Privy Council Office remains committed to enhancing the vitality of the Public Service of Canada and to providing the necessary support to enable the Government of Canada to deliver on its priorities and achieve its goals. I am pleased to present the 2011-12 Report on Plans and Priorities for the Privy Council Office and the Public Appointments Commission Secretariat.

Section I – Overview

Raison d’être

The Privy Council Office (PCO) provides non-partisan, public service support to the Prime Minister and to the Cabinet and its decision-making structures.

Organizational Information

Led by the Clerk of the Privy Council, PCO helps the Government to implement its vision and to respond effectively and quickly to issues facing the Government and the country.

PCO has three main roles.

Advice to the Prime Minister

PCO brings together quality, objective policy advice and information to support the Prime Minister, the ministers within the Prime Minister’s portfolio and the Cabinet. This includes:

Secretariat to the Cabinet

PCO facilitates the smooth, efficient and effective functioning of Cabinet and the Government of Canada on a day-to-day basis. This includes:

Public Service Leadership

PCO supports the development and maintenance of a high quality Public Service that meets the highest standards of accountability, transparency and efficiency, one that is able to deliver the best advice to government and excellent services to Canadians. This includes:

For more information on PCO's main roles, please visit PCO's website.

Strategic Outcome and Program Activity Architecture (PAA) ¹

Planning Summary

Financial Resources (thousands of dollars)

2011–12	2012–13	2013–14
140,688	134,463	134,731

Human Resources (Full-time Equivalent - FTE)

2011–12	2012–13	2013–14
1,020	987	987

Strategic Outcome

The Government's agenda and decision making are supported and implemented and the institutions of government are supported and maintained.

Summary Table of Planned Spending by Program Activity ²

(thousands of dollars)

Program Activity 3	Forecast Spending 2010–11	Planned Spending			Alignment to Government of Canada Outcomes: "Government Affairs"
		2011–12	2012–13	2013–14
Prime Minister and portfolio ministers’ support and advice	71,879	68,493	66,875	66,876	Strong and independent democratic institutions
Cabinet and Cabinet committees’ advice and support	17,605	17,478	15,086	15,088	Strong and independent democratic institutions
Public service leadership and direction	3,936	3,672	3,771	3,967	Well-managed and efficient government operations
Commissions of inquiry 4	15,185	762	0	0	A transparent, accountable and responsive federal government
Internal services5	56,620	50,283	48,731	48,800
Total Planned Spending	165,225	140,688	134,463	134,731

Contribution of Priorities to Strategic Outcome

PCO has four ongoing priorities:

Priority	Description	Type
Operational Priority 1	Support the Prime Minister in exercising his overall leadership responsibility.	Ongoing
Operational Priority 2	Focus on key policy and legislative areas and strengthen medium-term policy planning.	Ongoing
Operational Priority 3	Support management and accountability of government.	Ongoing
Management Priority	Strengthen PCO's internal management practices.	Ongoing

PCO’s four priorities are closely tied to its organizational role and mandate:

• PCO’s first priority facilitates the Prime Minister’s exercise of his responsibilities as head of Government and his leadership role in delivering benefits to Canadians.
• PCO’s second priority supports the proper functioning of Cabinet and the exercise of the Prime Minister's responsibilities as leader of Cabinet and leader of decision making for the medium-term policy agenda.
• PCO’s third priority contributes to public service governance, management and service delivery.
• PCO’s fourth priority secures organizational capacity into the future and ensures the proper functioning of PCO in its supporting and advisory roles.

As illustrated in the tables below, PCO's four priorities help to shape plans for the delivery of advice and support under four program activities:

Together, PCO’s plans and priorities contribute to the achievement of its strategic outcome:

The Government's agenda and decision making are supported and implemented and the institutions of government are supported and maintained.

Risk Analysis

PCO plays an important and unique role in contributing to the Government of Canada’s agenda and decision making. Its success rests on its ability to fulfill its mission to serve Canada and Canadians by providing the best professional, non-partisan advice and support to the Prime Minister, portfolio ministers and the Cabinet.    

Though traditional in terms of role and mandate, PCO has made many changes over the past decade – primarily in response to a rapidly changing policy environment and to an increasingly complex operating environment. Plans to manage these challenges and their associated risks include adopting proactive human resource strategies and maintaining modern and effective corporate services.

Rapidly changing policy environment

As Canada emerges from the global economic recession, PCO will increasingly be called upon to provide sound, well-reasoned, strategic advice about maintaining Canada’s leadership in the global recovery. Much of this strategic advice and support relates to immediate priorities such as balancing spending and growth and positioning Canada to buffer uncertainties as the economy continues to stabilize. Over the coming year, PCO will continue to shift the focus of its advice and support from the analysis of the global recession and its impacts, to the development of longer term strategies for sustained economic recovery. The changing nature of the forward economic agenda, coupled with shifting demographics and differing economic circumstances among the provinces, means that over the next few years, PCO will need to maintain specialized expertise in areas linked to productivity, growth and fiscal balance. Moreover, as the economic recovery becomes more sustainable, PCO can also expect that recalibration of efforts and resources will be required to bring the medium-term socioeconomic agenda in line with the emerging fiscal context of recovery and restraint – while simultaneously advancing medium-term policy challenges.

Complex operating environment

PCO’s institutional value also rests on its ability to ensure that the day-to-day business of governing, particularly in the context of a minority government, is managed as effectively and efficiently as possible. Much of this work involves providing support to the Prime Minister, portfolio ministers and the Cabinet through coordinating horizontal files, integrating policy advice and communicating policy decisions. PCO also supports key functions of government by playing a challenge function in relation to line departments. In this capacity, PCO evaluates policy proposals before they are submitted for decision, thereby helping to ensure that the Government is provided with timely, coherent and integrated advice. As many of the issues addressed today are complex and require extensive coordination with a large number of departments, PCO will need to continue to improve its ability to collaborate.

Competition for specialist staff and demanding work environments

The challenges that PCO faces today, such as a rapidly changing policy environment and a highly complex operating environment, are further compounded by increased competition for suitably qualified specialist analysts and advisors. Within this context, PCO must redouble its efforts to cultivate dedicated, creative and adaptable personnel, and to support effective and collaborative workplace environments. While PCO staff have consistently indicated high levels of satisfaction with their work and taken pride in their results, increasing competition for staff and the growing complexity and changing nature of PCO’s work mean that careful attention must be paid to ensuring that the right people are in the right jobs, that the workforce is representative of the diversity of the Canadian population and that healthy work environments are supported. Accordingly, in 2011-12, PCO will continue to implement strategies to support career development, empowerment and innovation, and healthy work environments. Initiatives include launching the PCO Code on Values and Ethics, implementing the Administrative Support Community Action Plan, and supporting employee-led initiatives for wellness and the Young Professionals Network.

Expenditure Profile

Departmental Spending Trend 2007-08 to 2013-14

(thousands of dollars)

Actual Spending			Forecast Spending 2010-11	Planned Spending
2007-08	2008-09	2009-10		2011-12	2012-13	2013-14
137,692	149,329	158,601	165,225	140,688	134,463	134,731

The overall increase in spending of $20.9 million from 2007-08 to 2009-10 is mainly attributable to:

• new temporary initiatives undertaken by PCO, including the establishment of the Office of the Coordinator of the 2010 Olympics and G8 Security (2010 Olympics and G8 Security); the creation of the Afghanistan Task Force (ATF); and the implementation and coordination of a government-wide communications strategy for Canada’s Economic Action Plan (EAP);
• new permanent initiatives undertaken by PCO, including the incorporation of the Public Service Renewal secretariat, and measures taken to address operating requirements and permanently eliminate various chronic funding pressures within the department; and
• salary increases, combined with other salary-related items such as severance pay and parental leave.

The above increases are partially offset by a forecast decrease in spending under Commissions of inquiry.

The forecast increase in spending of $6.6 million from 2009-10 to 2010-11 is mainly attributable to:

• the new Commission of Inquiry into the Decline of Sockeye Salmon in the Fraser River (Cohen Commission); and
• new permanent and temporary initiatives undertaken by PCO in 2009-10 and 2010-11, including the launch of the Administrative Services Review (ASR); the establishment of the Office of the Special Advisor on Human Smuggling and Illegal Migration (Office of the Special Advisor); the creation of a Panel of Arbiters for the review of documents related to the transfer of Afghan detainees by the Canadian Forces; and enhanced departmental security.

These increases are partially offset by the winding up of activities of the Office of the Coordinator of the 2010 Olympics and G8 Security, which completed operations in 2010-11; and a decrease in salary-related items such as severance pay and parental leave.

PCO expects planned spending to decrease between 2011-12 and 2013-14. Reasons for the expected decrease include the following: under the terms of reference for the Cohen Commission, the Commissioner must submit, on or before May 1, 2011, a final report(s) to the Governor in Council. Additionally, during this period funding will cease for EAP communications initiatives and for the ATF. At this point, there is no approved spending forecast beyond 2010-11 for the ASR, the Office of the Special Advisor, the Panel of Arbiters and salary-related items.

Voted and Statutory Items

For information on our organizational votes and/or statutory expenditures, please see the 2011-12 Main Estimates publication. An electronic version of the Main Estimates is available at http://www.tbs-sct.gc.ca/est-pre/index-eng.asp.

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